Category Archives: Management

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    Business Walks for Creativity - All Seasons.

    Business Walks for Creativity – All Seasons

    Category:Business,Lifestyle,ManagementTags : 

    Business Walks for Creativity – All Seasons. I watched a Ted Ex video the other day about chat walks. Taking your business meetings and making them outside meetings. Inspired by this talk, one has only to think about some of the following items:

    • decide on the location of the walk
    • the length of time available to walk
    • whom you will meet with
    • what you will discuss
    • and the weather of course.

    The amount of stress alone saved in taking a chat walk is worth its weight in gold. It also helps to cut your blood pressure down, beef up your cardio, raise those happy endorphin’s, and bring a level of wellness to your entire body. Many exclaimed that walking and creativity go hand and hand.

    Many exclaimed that walking and creativity go hand and hand.

    Save a back – your own! You have to get up away from that desk, put the mouse down, lace up a pair of tennis shoes, and head out the door. Find someplace, any place, where you can take your meetings to another level; one that risks going outside and breathing in fresh air, and feeling the warm sunshine on your skin. Walking has been proven to enhance your mental health as well as your physical health.

    AAMABADGAAgAAQAAAAAAAA73AAAAJDBlNWZhYjVlLWY0ZmMtNDExYy04NjExLWJiYmRhOWZkODBmZg Business Walks for Creativity - All Seasons

    The “As Usual” series

    Content creator & writer, blogger, social and digital media advocate. JB was born with a passion for writing and instructional design. JB is the owner of Radcliff Design.

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    CHART

    Disclosure – Vulnerable or Vindictive

    Category:Business,Human Resources,ManagementTags : 
    AAIA_wDGAAAAAQAAAAAAAAxOAAAAJDEyZTA4ZjE2LTdjMWItNDA2My1hMjYxLWE5ZjU3OTM5YWUyNA Disclosure - Vulnerable or Vindictive

    Disclosure – Vulnerable or Vindictive. Focus on the chart above for a minute. Take in what it is asking you to do. Based on what you see in this decision process – which way do you anticipate you will decide to go?

    • Will you say something or not?
    • Is the disclosure (or non-disclosure)- vulnerable or vindictive?

    Now ask yourself one more question. Did you arrive at a pre-conceived conclusion that the answer to this diagram, based only on what you see, indicates you should choose to move to the left in your decision process? Maybe the red terminator button that is partially hidden on the right suggested to you that you should decide to go left on the diagram and say “Yes”.

    Now let’s look at the full diagram.

    AAIA_wDGAAAAAQAAAAAAAAmYAAAAJGI2MDU4MmE1LTc2ZGMtNDNiNy04ZDRmLTNhZTkyNTBhZmY4NQ Disclosure - Vulnerable or Vindictive

    The Gossip BOX

    Well, now you KNOW.

    It is the second decision box that describes the situation you must face based on your first decision, which by now you know was only an incorrect assumption.

    Undoubtedly, I probably will have misguided a number of people to go the wrong way – deliberately. This doesn’t make you a bad person or a good person. The chances that you would decide to go in the other direction (right) would be about 1%. Another 1 or 2% may still be sitting on the fence, but the majority went left.

    Often we are suspectable to this type of misinterpretation in our everyday lives. People come at us from all directions, and many times we only see a sliver of an issue or an underlining problem. Yet people want answers – and they want them in a hurry. But if we only have a partial bit of information available to us, our decision processes can become a crapshoot real fast.

    Real life scenario’s push us to our limits at times. Having the time to attend to issues and give them our full attention can sometimes be stressful. Take for instance the following scenarios. What might you do to remedy one or two of them? Do you have enough information? What do you already know?

    • Scenario 1: Meeting with a group of professionals regarding a project that will have lasting benefits for the company. It is discovered that key individuals are not likely to work well together. Therefore information is not being shared.
    • Scenario 2: In a private meeting it is mentioned that someone may not have the necessary skills to accomplish a task. This according to one person only.
    • Scenario 3: I’m confronted by an individual that is worried that no one likes them and their key group of workers. States that it is common knowledge within the corporation.
    • Scenario 4: After complaining that a process is backed up and in serious jeopardy, a presenter demands that a system be implemented to help deal with their departments load. In good faith, people are hustling to find remedies and develop a strategy that will help fix the backup issues and restore confidence in the system. The original presenter then makes the comment that they wash their hands of the project and dump the load on the nearest worker.

    We have to remember that when we are presented with scenario’s like the ones above, that there is a lot more information that isn’t yet visible. As bad as I dislike meetings, they are a necessary evil to get to the core of many issues. You have to get all the players on the same sides again and determine What went right!

    What went right?

    We all should strive for a high moral within our working environments. Kick the guilt shaming, nitpicking, and arrogant players to the curb. Sometimes you have to roll up your sleeves and do the dirty work of correcting the problem(s) yourself. You have to look at the entire picture and make sure the pieces are in the correct place. Lay a foundation of respect with those you work with and make sure that each person has a piece of that respect. If they lose your respect it should only be for something that was cruel, malicious, and negligent toward corporate values. You have to look at the whole flow chart.

    You have to look at the whole flowchart

    When you look at the whole flowchart, then you can better determine if Disclosure is Vulnerable or Vindictive.

    ____________________________________

    The “As Usual” series

    Content creator & writer, blogger, social and digital media advocate. JB was born with a passion for writing and instructional design. JB is the owner of Radcliff Design.


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    Copy room manners

    Copy Room Manners

    Category:Leadership,ManagementTags : 
    Copy Room Manners

    __________________________

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    The “As Usual” series

    Content creator & writer, blogger, social and digital media advocate. JB was born with a passion for writing and instructional design. JB is the owner of Radcliff Design.


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    Humility During Times of Adversity

    Humility During Adversity

    Category:Leadership,ManagementTags : 

    Humility During Adversity

    Trying to remain humble and calm during times of adversity is a tough call. Especially when everyone around you is fighting mad, or suffering from some disappointment somewhere in their career or personal life.  A working office environment has emotion and life to it.  You are not immune to what goes on there.  You also are not immune to the politics inside and outside of your office. It would be nice if we could just shut out the political rhetoric – but often it seeps in when we least want it there.

    Add a political campaign cycle to an already fragile office environment and the circumstances are ripe for vindictiveness and strife.  If you don’t believe me, just turn on your television set, and come to work the next morning. Many workers are feeling the politician pressures from within and outside.  A game of tug-of-war or tug-of-wills can and often takes place.

    The tug of war within an office environment quite often only succeeds in oppressing those who are in the middle or lower level tiers.   Within this tier,  is generally the larger chunk of your workforce.  They are the ones that get hit with a wave of disenfranchising rhetoric, genuinely laced with arsenic threats and disallowances.   It is oppressing.

    AAEAAQAAAAAAAAV5AAAAJDk5MmM1N2M0LTZjZmQtNGQ5MS04YTE2LThiM2MyYzFkMzk5YQ Humility During Adversity

    VOTE MY WAY – DO THIS OR ELSE!

    What happens within these tug of war zones,  is you get hit with lower level workers or middle management dogma.

    You deserve better, we all deserve better, but unfortunately, one side does not want to give the call – and the other side is too afraid you will call. It’s a tug of war, and you are the rope.

    Letting go of the rope. 

    As a society If we continue on the path we are headed on as a culture – pretty soon everyone will be opening up their own businesses because no one can get along.   The office environment has become way too toxic, oppressive, and controlling.  People want out, and they are leaving in droves.

    When you talk about diversity and equal rights in the workplace, that is easier said than done.  People for whatever reason – for just being born into a certain family,  have a rooted belief AAEAAQAAAAAAAAYUAAAAJDNjMzkzOThiLTEzNzQtNDc2OC1iMWRiLWE5ZDVkZGE1YWIxYw-207x300 Humility During Adversitysystem.    Thus their value systems are rooted in the very fabric of who and what they are.   It produces their attitudes and ultimately directs their behaviors.  It also tends to direct their political as well as religious viewpoints – those come out as behaviors.

    To say you can desensitize a working population into adopting a value system that is foreign to their belief system is radical thinking in-and-of-itself.

    Many workers do play the game of office politics  – just to survive.   They can walk-the-walk, and talk-the-talk, but they do not hold a common value system with those around them.  It is a game. 

    A person’s personal belief system is not the same as a company’s core value system.   Beliefs can separate us from other people, whereas values can unite us for a cause, like a business.   A business’s core values are what supports its vision, and helps to shape the culture within,  and ultimately form its identity.  That is all good – that is the way it should happen.  It is what is hidden that often stirs the pot, so to speak.

    What is Hiden?

    Political and religious views, as well as lifestyle preferences, are only acceptable at face value to some – and at a very thin surface level.  They can only be accepted as far as one’s beliefs allow. Those beliefs can vary slightly acceptable to greatly acceptable, depending on the individual.  Ripping at someone’s long-held belief system will not get you far.

    Underneath are the deeply held beliefs (roots) of the individual who may or may not adapt to your core values,  or see your point of view.  It then becomes a game of survival or tolerance.   At what level is enough – enough?

    Adopting Core Values 

    Posting an employee notice on the wall is only as good as the paper it is written on unless your core values are solid within your organization.    Some organizations have great success with their employees adopting their core values and visions. Those tend to have a higher moral and ethical workforce.   Others haven’t learned to adapt to a changing real-world environment, and the impact continues to be felt at the base. It takes time – don’t give up.

    At some point, it may become a competitive disadvantage for employers not to seek to adjust its core values.    I acknowledge that there are some businesses that need not change.  For once they change they lose their purpose, or it adversely affects their core values, as well as disrupts their belief system.  Let’s talk about that for a moment.

    QUESTIONS TO ASK YOURSELF

    1. Do your core values remain the same when you go from job-to-job?

    2. Do corporate values change? Have yours changed? Do they need too? What was the outcome of any change, or non-change?

    3. Do you expect to be rewarded for your values? What about your co-worker?

    4. Do your core values present a competitive disadvantage to your company?

    5. What core values do you see others exhibiting? What about your workforce, what do they see you doing?

    6. Does your company’s core values allow you to find a place where you feel “it works for me.”?

    7. Do you ever feel your core values might not work for everyone? How do you deal with that? What if the majority or minority disagree?  Are you open to collaboration? When do you end the conversation and give an affirmative answer – yea or nea?

    A lot of businesses are starting to understand that in a global economy you might need to adjust your core values.  The corporation itself may need to develop an attitude that is more accepting rather than directing in order to compete.

    With many companies outsourcing and setting up offices in different states, as well as internationally, you need to speak the language of business.  But that language may be different than you first thought once you factor in cultural diversity. The first step is acknowledging that cultural diversity exists and that it can be a very good thing.

    See the writing on the wall yet?

    This political year I am seeing splits within many business circles that I have never seen before; that frankly frightens me.  Conservatism is no longer conservatism, and liberalism is no longer liberalism.  These radically changing mindsets are pouring into the working lives of many. Workers are becoming agitated and depressed. They feel they are becoming disenfranchised, as the splits become more prevalent and the American culture starts to erode.  It’s not a good thing.

    There doesn’t seem to be a lot of collaborative efforts in play to help bring a common understanding of the working class needs to the table.   The right sounds more like the left in their anger, and the left strikes out with equal annoyance.   Two waves of anger do not make a positive.   Politics is a great disruptor – but at what cost to American worker? People are afraid of losing their jobs, and others just want a job.

    To the working class, the 2016 political environment has become a war zone, one created to emotionally and psychologically gain control or power over them; to disrupt and seize.   The workforce is concerned that it will become voiceless.    It shouldn’t be a battle to come to terms and find equitable solutions.  Yet, people are angry….. some in the violent sense.  We as a society need to stop fueling that type of anger.

    I hear the voices coming from  working American’s stating, “Damn the establishment!”  But what will you have after you have damned your rights into the hole?  If you can’t find some level of humility during times of adversity, you will either be confused with the outcome you sought and/or disillusioned by the choices of others.

    Trying to stay humble during times of adversity is a tough call

    No one wants to lose their job due to politics or adversity.  Sometimes remaining humble during adversity is the only thing that gets some people by.  But, when you try to put square pegs in round holes,  understand this – at some point, the game is up.

     – checkmate


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    What went right

    The Way Forward Starts Here – What Went Right

    Category:Business,Human Resources,ManagementTags : 

    The Way Forward Starts Here – What Went Right

    The title would better read “the way forward starts with you”.  We often find ourselves bewitched with words.  As Sigmund Freud once stated in a lecture in psychoanalysis in 1915 “Words were originally magic and to this day words have retained much of their ancient magical power”.

    With just a simple twist of words, we can motivate or provoke a person or group of people into action.  If you add a list of positives words into your speech, over a short amount of time you will begin to see the subtle hints of change in the attitudes and behavior of others around you. When people no longer think you are out to get them, they will feel more at ease with you when discussing matters.     As an example, you might consider changing references to individuals or groups by applying a few of the following:

    Positive Affirmation   (Empathy)                 Negative Affirmation (Sympathy)

    • I am glad you told me                                      At least you had….
    • Look for a solution                                           Talk about the problem
    • Your input is valuable                                      Yes, but…..
    • Everything is a process up                              Failed again I see
    • Working together                                              Not open to change
    • Allow others to have an opinion                    Discredit the opinions of others

    Using words to gain cooperation from others is the opposite of expecting opposition.  Even though some people may have repressed feelings or thoughts due to prior experiences – you can begin to implement change by breaking through with positive reinforcement statements.   Those reinforcement statements need to be sincere in their delivery.

    Just saying nice things isn’t the same as the meaning and context behind those words.  Were the words earned, were they just, did they pivot one group over the other?  There is a lot to think about. Immediate solutions start with acknowledging the positive.  What went right.

    Immediate solutions start with acknowledging the positive.  What went right.

    The way forward depends on your ability to get started. It also depends on your ability to want positive change.  You need to seek out solutions and focus a lot less on the problems.  Chances are everyone knows the problem – but does everyone know what went right?

    Learn to focus on the positives that you know work.  Make sure you document thoroughly what went right.  Don’t lose your best resources while searching for problems that may never be resolved, or even existed.  Sometimes you have to build cooperation by helping others learn to change. Change doesn’t have to be hard if you explain what went right.

    What went right.   

     

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    AAEAAQAAAAAAAAoUAAAAJDc3NThiOTViLWFhZWEtNGM3Yi1hZDg1LThjZDhiNTBlZDY3Mg The Way Forward Starts Here - What Went Right

    The “As Usual” series

    Content creator & writer, blogger, social and digital media advocate. JB was born with a passion for writing and instructional design. JB is the owner of Radcliff Design.





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    Leadership, Social Media, Community Outreach, Research and Training

    Leadership, Social Media, Community Outreach, Research and Training

    Category:Business,Human Resources,Leadership,ManagementTags : 
    Leadership, Social Media, Community Outreach, Research and Training  

     Leadership, social media, community outreach, research, and training, they all mean very different things to different people.  What I  have learned is that you need to be able to show your work.  In a job interview, that can become a very interesting prospect to have thrown at you – unaware.  It’s those little questions….

    1. Show your work
    2. Show me leadership.
    3. Tell me how you perform community outreach.
    4. How many hours a day do you work in social media?
    5. How many social media applications can you link?
    6. What is content marketing for social media?
    7. While doing research did you actively engage in experimentation that provided you with factual data that could be useful to your organization or business?
    8. Training usually has some long-term benefit, plus you provide your learners with material or backup data, where do you store your assessment data?

    Have we reached the end of sensibility?  The honest answer is – maybe.  We can’t all be social media managers.  Nor can we thrive in a  constant research environment without some form of monetary benefit keeping us afloat.  Researching a paper is not the same as research that has value leading toward the benefit of society, or changing guiding principles for an overall operation.

    Back to my initial statement, leadership, social media, community outreach, research, and training, they all mean very different things to different people.Words DO matter.  Depending on the words you use, they may ultimately define your role in the working environment.  They may also generate feelings, good or bad.   I have learned the meaning of stress, and words that I associate with that stress are called project management and strategic planning.  I’m  not saying they are bad positions, but anyone who has ever been in a position where a large chunk of your daily role was finding yourself buried under a deadline – you’ll understand. They can be fun roles also; if you like the fast and furious pace that they often take.   Yea…I live for that crap!

    Yea…I live for that crap!

    Leadership verbiage is probably way over-used by many.  Leadership has to deal with taking a lead role in a project or endeavor. Leadership is not teaching someone how to turn on a computer or find information, that’s training or guidance.  It’s not leading a meeting where all you do is discuss the same thing over and over again – that’s training.  Leadership is more about directing others and assuming a role of authority and taking responsibility for that position.  When you do community outreach, that generally entails that you have many contacts and work through those contacts to form some sort of alliance that has a similar goal.  It is a bringing together of large circles of people, businesses, and community leaders for the common good.

    When you do community outreach, that generally entails that you have many contacts and work through those contacts to form some sort of alliance that has a similar goal.  It is  bringing together  large circles of people, businesses, and  community leaders for the common good

    Some people may have a completely different ideology about what constitutes some of the above skill sets.  I have an aversion to those who claim certain skill sets that are not unique to them.  On-the-other-hand, I  enjoy those professionals who put Microsoft Word or Excel on your list of skills.  Basically, unless I know you personally, the only thing I  can pretty much assume is that you can type.  I can probably glean a fair amount of information from your writings, but there has to be more.  Details tend to matter.

    Here are some fun little tools to test your skills.  It’s all hypothetical, it won’t determine your life work.  You might be a master in your craft, and end up with a weak score.  It’s a reality check, but a fun one.  What are you really good at?  Are you too good? Can you laugh at yourself and with others when you look at your own scores?

    Have fun with these freebie tests  

    When you go into an interview it is always handy to have first done a little research about the job you are applying for.  True there are some professional interviewers who can buffalo their way through just about any interview scenario  – but those individuals are rare.  Generally, they do tend to be older and probably come over-qualified, and they know it.  I hope you are not one of the ones who will discriminate against them due to age or fear they are after your job.  You might be turning away your companies next Einstein.  Okay, maybe not.   But let’s just say your training curve will be lower if you hire them, and we know how training affects your bottom line, not to mention your stress levels.

    Have fun learning what you are good at.  Take a good hard look at your resume.  If you have done the skills, and actually understand the meaning of the skill, leave it on there.  If you have tinkered with a skill, be very cautious about misrepresenting who you are and what you do.

    I’m to the point where I would like to see more companies go back to a just detailed application and lose the cover letter.   I’ve seen too many cover letters that don’t necessarily represent the true individual or give me enough information that would be beneficial to my company.   Another issue that clogs the process involves the use of resumes. Who really reads the resume all the way through?  The federal government has a computer that reads resumes for them. You have to take a class just to know how to design a federal resume.  It’s comprehensive and labor intensive.

    When we did our interviews with our staff, one of us was selected to develop questions based on potential candidate resumes.  A lot of companies do not do that. They read a few lines and put it back into the stack with the other resumes.  I read all of ours.  I was better able to gauge the sincerity of many of the candidates that we interviewed.   Read those resumes, and use them to develop your questions.

    I’m not a fan of traditional interviews either.  I dislike the questions that immediately tell me a lot about the person holding the interview.  Some really do not put a lot of thought into the interview process, and probably are just as unsure as the candidate, about what is needed. I am also not a big fan of the behavioral questionnaires either.   The one question that should be banned from all interviews is, “where do you want to be in five years?”  ALIVE!

    Where do you want to be in five years?  ALIVE!

    I understand the need to ask those questions that are burning in your bosom, but geez whiz, lighten up on those older folks – okay?  You gotta have a sense of lightness in an interview.  If I like you and your environment – I’m going to make sure you know before I leave your office – I will be paying you a compliment.  Ask people “how do you feel about this working environment”?  People don’t think about the environment they are stepping into very often.  That is the first thing I would look into – because you are going to be spending a lot of time there!

    For the younger generation who hasn’t yet learned to respond or develop their own questions,  there is a lot of feeling or emotion that determines their selections.    It’s humorous to hear them talk about “I like that one”, or “I think he would be a perfect match”.   Even if their skills are below the standard, they will select that person, based on emotion.  Skills be damned.  It is kind of a slap in the face to higher education and those with experience who are up against a younger touchy-feely kind of interviewer. Okay, to be honest, some of the older and more seasoned interviewers get emotional as well – but not as much.  Still doesn’t make it right.  You do want the right fit, but what are you really gaining?  Tough questions that we often have to ask ourselves after the storm has settled and new staff are learning their places.

    Age matters as well in some organizations.  Seventy-Five percent of the staff that I hired were all older than I was.   I wasn’t biased at all – the younger individual’s I interviewed did not have the qualifications for the job.  I had people who were in their 60’s and even a couple in their 80’s that worked for me.  I didn’t feel threatened at all.  The age myth is just that – a myth.  The real threat is hiring people who are NOT qualified regardless of the age.

    Take your tests, rewrite your resumes, and re-evaluate your skills that you list.  Your endorsements might be all smoke and mirrors if you can’t back them up in an interview.  You will come away looking really bad.

    I am a professional who looks for those out of the ordinary individuals who just want to work.  They don’t have anything to prove, their education and experience shine through.  Now that makes me all emotional in a touchy-feely kind of way; because I’ve just hired the best!

    geralt / 10127 images

    __________________________

    AAEAAQAAAAAAAAoUAAAAJDc3NThiOTViLWFhZWEtNGM3Yi1hZDg1LThjZDhiNTBlZDY3Mg Leadership, Social Media, Community Outreach, Research and Training

    The “As Usual” series

    Content creator & writer, blogger, social and digital media advocate. JB was born with a passion for writing and instructional design. JB is the owner of Radcliff Design.


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    Leadership Lessons – The Golden Rules

    Category:ManagementTags : 
    1-1 Leadership Lessons - The Golden Rules

    Leadership Lessons - The Golden Rules

    This was originally written for a group of K-12 dancers. It has been modified to reflect the business environment. If a group of K-12 students can learn these lessons, others should be able to learn them as well.

    Learning how to become an effective leader takes time and patience. Leadership involves listening to what others have to say (on both sides) and being able to come up with solutions that are best for your team and/or organization. Leadership should not be self-serving.

    Sometimes your decisions will be challenged. It’s when you are challenged that you shouldn't allow your emotions to show. If it is an explosive situation and your first instinct is to verbally respond – STOP. You have to back away from the situation and allow the matter to cool. The last thing in the world you would want is a confrontation in front of your students, team, parents, or other professionals.

    Being positive – especially when things don’t feel particularly positive, is probably the hardest lesson any leader will ever learn. You have to be able to maintain control without losing control. Sometimes the situation may be so intense you may think you will break. Step around it. There are so many more positive opportunities just around that blob of frustration.

    Step around it. There are so many more positive opportunities just around that blob of frustration.

    GOLDEN RULE

    A golden rule I learned years ago as a student instructor was “as we are meeting deadlines, your students are meeting lifelines. "Lifelines are always greater than deadlines”. Those lifelines are part of the building blocks of life. When faced with deadlines vs. lifelines – Lifelines win!

    As we are meeting deadlines, your students are meeting lifelines

    Being a leader means being a strong role model, and there can be more than one strong role model. You don’t lose any credibility by allowing someone else to prepare the steps leading to a solution. You lose credibility by not having someone there who can instruct others, when you may not be able too. People will give up on you quickly if you are wishy-washy, or a bossy–know- nothing.

    When your verbal attempts to instruct fail, you need someone there to help demonstrate the correct steps along with using the correct technical terminology if any. Don't be a bossy-know-nothing.

    Don't be a bossy-know-nothing

    Sometimes you run into situations where an assistant or manager attempts to over step everything you may say or do. In these instances, you need to take the person aside and make sure they know that in the future – overstepping boundaries will not be allowed. There are consequences.

    That being said, respect is a two way street. Those in the leadership position should understand that the assistant plays a very important role in keeping things running smoothly. Assistants help with backup when you can’t be there. You need each other.

    A word of caution – never confront a staff member in front of others “EVER”. All you will earn by doing that is their resentment instead.

    YOU ARE A MIRROR

    If you find that others are not understanding your direction, show them how it looks – done wrong. Sometimes showing them how bad it looks when done wrong will make them want to straighten it out. Once you have done that, offer to help them break up the steps one by one until they get it right. If you are going to teach, then teach, or get out of the way.

    You are a mirror of what others in your organization will look like. If you can’t give proper instruction – you aren’t helping the organization. Hire someone who can show employees the steps. They should also be using the correct technical terminology whenever giving verbal instructions. Continue to practice this training until your team is polished and can perfect that technique. Don’t allow others to practice bad habits. If you sneak in one bad habit, 100's will follow. That's a rule - don't break it if at all possible.

    ENTHUSIASM

    Enthusiasm goes a long way when administered correctly. If you are sour and always frowning – that probably won’t buy you a lot of brownie points with your team. You should be acknowledging your teams accomplishments with words like “job well done”, “excellent”, “keep going”, “give it all you got”, etc. Walk beside your co-workers; don’t just stand in front and bark out orders. Be checking your teams work from all angles and give constructive feedback to help them. Close up those weak areas, but do it like you would want to be treated.

    Being a leader is a lot of work, so leaders need to be consistent. How dedicated are you to your career? Are you that consistent? Going for the underdog. So many have a need. But determining which ones have that greater need will be your task to learn.


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    Management – It’s 5 O’clock Somewhere

    Category:Business,Human Resources,ManagementTags : 
    AAEAAQAAAAAAAALHAAAAJGM0OGQxNDNkLThkY2EtNDZjYy1iNTAxLWRjNjQ2NzA3YTMwMw Management - It's 5 O'clock Somewhere

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